Nivedita Bhalla
In house curator (WSCI) Wine & Spirits Club of India
Whisking away Pervez Bapuna right after he stepped off the panel discussion felt like catching a man in motion – a perfect metaphor for what he has been doing with the Bapuna Group. As someone who has effortlessly shifted from law to business, Pervez has spent the last 15 years steering the company into a new era.
The Bapuna name, which has long been a quiet yet formidable presence in manufacturing and B2B operations, has now taken a deliberate and calculated leap into consumer consciousness.
The Bapuna Group’s journey began over five decades ago when the late Dinshaw Bapuna laid its foundation in Nagpur, Maharashtra. Starting with trading activities, the family gradually ventured into the alcohol industry, initially focusing on trading and later moving to manufacturing. In the early 1980s, the group expanded beyond Nagpur and established its first distillery in Gwalior, Madhya Pradesh, marking a turning point in their manufacturing endeavors. Under the leadership of the second generation, the Bapuna Group diversified its portfolio further. A notable expansion came in 2002 when they acquired a partnering stake in Dinshaw’s Dairy Foods Private Limited, a Nagpur-based dairy
company established in
1932 by Dinshaw and Erachshaw Rana. This
strategic move allowed the Bapuna Group to
enter the dairy industry, supporting their vision of
diversification and growth.
For decades, the Bapuna Group has quietly built a formidable presence, excelling in mass production across industries like alcoholic beverages, dairy, consumer goods, and lifestyle. Well-respected within the trade, its name remained largely behind the scenes, synonymous with efficiency, scale, and a solid foundation. While this approach has served them well, business landscapes evolve, and so do strategic priorities.
What’s different now? The Bapuna Group has undergone a rebranding wave that is hard to ignore. A unified identity further strengthens the group’s evolving presence. A new logo, refreshed brand language, and a more strategic public profile reflect Bapuna’s intention to build trust and recognition across B2B and B2C markets alike—not just through noise but through consistency and clarity.
With alco-bev operations spanning six states – Goa, Maharashtra, Madhya Pradesh, Delhi, Haryana, and Rajasthan – Bapuna is no longer just a quiet giant. The plan is to expand into two or three more states in the next financial year, further consolidating its footprint and focusing on its long-term positioning.
For decades, the Bapuna Group has quietly built a formidable presence, excelling in mass production across industries like alcoholic beverages, dairy, consumer goods, and lifestyle. Well-respected within the trade, its name remained largely behind the scenes, synonymous with efficiency, scale, and a solid foundation. While this approach has served them well, business landscapes evolve, and so do strategic priorities.
What’s different now? The Bapuna Group has undergone a rebranding wave that is hard to ignore. A unified identity further strengthens the group’s evolving presence. A new logo, refreshed brand language, and a more strategic public profile reflect Bapuna’s intention to build trust and recognition across B2B and B2C markets alike—not just through noise but through consistency and clarity.
With alco-bev operations spanning six states – Goa, Maharashtra, Madhya Pradesh, Delhi, Haryana, and Rajasthan – Bapuna is no longer just a quiet giant. The plan is to expand into two or three more states in the next financial year, further consolidating its footprint and focusing on its long-term positioning.
The company has traditionally excelled in
mass-market spirits, where volume drives
profitability. Their economy brands have
performed exceptionally well, fueling the
business’s core operations. But today, Bapuna is
making a confident move into the premium
segment, a space that demands patience,
investment, and a strategic long game. The
premium spirits market does not yield immediate
profits; it takes time for a brand to carve out its
place. Yet, the decision to enter this space signals
a clear intention to be recognized not just for
volume but for value.
It’s fascinating to see a company that was once comfortably behind the scenes now embracing the public eye but on its terms. The rebranding is more of an evolution than a departure from its roots. It’s about taking control of the narrative rather than letting market assumptions define them. And if the early response is anything to go by, the 3rd-generation charm is working.
Bapuna Group’s rebranding is more than just logos or marketing campaigns; it’s a structural shift in how they see themselves and want to be seen. And in today’s age of hypervisibility, they are proving that even a legacy brand can reinvent itself without losing its essence.
It’s fascinating to see a company that was once comfortably behind the scenes now embracing the public eye but on its terms. The rebranding is more of an evolution than a departure from its roots. It’s about taking control of the narrative rather than letting market assumptions define them. And if the early response is anything to go by, the 3rd-generation charm is working.
Bapuna Group’s rebranding is more than just logos or marketing campaigns; it’s a structural shift in how they see themselves and want to be seen. And in today’s age of hypervisibility, they are proving that even a legacy brand can reinvent itself without losing its essence.
Interview with Pervez Bapuna, COO of Bapuna
Alcobrew
With three generations in the business and
maintaining a low profile, what inspired the
decision-makers to focus on the public image
of the group and invest in marketing,
especially in the alco-bev sector?
My grandfather, father, and uncles created our
business from the ground up and laid a strong
foundation for where we are today.
As a part of 3rd generation we bring in our own perspective,
and we’ve been fortunate to implement new
ideas seamlessly. Over the past two years, we
have rebranded the group with a new logo and
renamed some entities to bring the Bapuna name
to the forefront, creating a cohesive identity
across our diverse sectors – alco-bev, consumer
goods, lifestyle, and dairy. We realized that unless
someone was from the industry, they had no idea
we operated across so many sectors. The goal
was to establish trust with both B2B and B2C
clients.
It became essential for us to step up our visibility. The Bartenders’ Week panel discussion was a first for me; I saw it as a strategic move in today’s market. While we still prefer to keep a low profile, in the age of social media, giving the group a face is necessary.
Bapuna’s Alcobev Division has primarily focused on mass production and affordable spirits. What led to your recent foray into the premium alcohol category with multiple product launches?
In the past, we have primarily been a B2B business with economy brands that have performed exceptionally well. The reality is that mass-market brands drive the bulk of revenue in the alco-bev industry, whereas premium brands require heavy investment and typically take one to two years before they start generating significant returns. That being said, we saw an opportunity to expand into the premium segment without moving away from what we do best – large-scale production. While I wouldn’t categorize our products as craft spirits, which are generally associated with low-volume production, there is no doubt that Bapuna Group has the capability for volume production. Our goal is to create national and international demand for our premium products while leveraging our expertise in scalability.
Are you considering limited-edition batches for your premium range? Yes, we are exploring limited-edition releases, but these will be highly market-focused launches. We do have something in the works, but it will be a limited batch available in specific states. When the time is right, you’ll hear more from us.
It became essential for us to step up our visibility. The Bartenders’ Week panel discussion was a first for me; I saw it as a strategic move in today’s market. While we still prefer to keep a low profile, in the age of social media, giving the group a face is necessary.
Bapuna’s Alcobev Division has primarily focused on mass production and affordable spirits. What led to your recent foray into the premium alcohol category with multiple product launches?
In the past, we have primarily been a B2B business with economy brands that have performed exceptionally well. The reality is that mass-market brands drive the bulk of revenue in the alco-bev industry, whereas premium brands require heavy investment and typically take one to two years before they start generating significant returns. That being said, we saw an opportunity to expand into the premium segment without moving away from what we do best – large-scale production. While I wouldn’t categorize our products as craft spirits, which are generally associated with low-volume production, there is no doubt that Bapuna Group has the capability for volume production. Our goal is to create national and international demand for our premium products while leveraging our expertise in scalability.
Are you considering limited-edition batches for your premium range? Yes, we are exploring limited-edition releases, but these will be highly market-focused launches. We do have something in the works, but it will be a limited batch available in specific states. When the time is right, you’ll hear more from us.
Out of a hundred brands, ninety-nine struggle
with brand recall, yet Chambal and Daku have
become instantly associated with Bapuna.
How did that happen?
I was very clear from the beginning that I wanted to create products that represent the regions where they are made. Being based in Gwalior and the Chambal region, I’ve grown up seeing the ravines and hearing the legendary stories of the dacoits. When we launched these brands, we weren’t just selling alcohol; we were telling a story, and it is an authentic one. That kind of authenticity resonates with our consumers.
We wanted to be proudly Indian and culture-forward. In a metaphorical way, we all have a bit of a daku in us. Even me giving this interview – something that hasn’t been common practice in our group – is a bit of a rebellious act in itself. So, in that sense, I’d say I’m a Daku too!
I was very clear from the beginning that I wanted to create products that represent the regions where they are made. Being based in Gwalior and the Chambal region, I’ve grown up seeing the ravines and hearing the legendary stories of the dacoits. When we launched these brands, we weren’t just selling alcohol; we were telling a story, and it is an authentic one. That kind of authenticity resonates with our consumers.
We wanted to be proudly Indian and culture-forward. In a metaphorical way, we all have a bit of a daku in us. Even me giving this interview – something that hasn’t been common practice in our group – is a bit of a rebellious act in itself. So, in that sense, I’d say I’m a Daku too!
The premium alcohol category is witnessing
new entrants almost every other day, but one
cannot ignore the heavy cash burn in
marketing. How do you plan to tackle this, and
what’s your approach to brand building?
Speaking strictly about my brand, any new product launch will come with its own challenges, and one of the biggest is balancing outflow and inflow. The problem arises when a company misjudges the point at which it should cut its losses. We have been very clear about setting budgets for each activity and each brand. We will not exceed those budgets in desperation, even if that means our growth is slower-paced compared to others. We have made a conscious decision that longevity and brand value matter more to us than aggressive short-term expansion.
Many brands launch mini versions of their popular products when entering new states. Do you see this as a passing trend, or is strong data supporting it?
For smaller SKUs, it’s primarily a strategy for customer acquisition. When a product has performed well in one state and consumers elsewhere have heard about it but remain skeptical, they are more likely to try a 90ml or 180ml version before committing to a full-sized bottle. In a state like Maharashtra, this approach makes complete sense.
Speaking strictly about my brand, any new product launch will come with its own challenges, and one of the biggest is balancing outflow and inflow. The problem arises when a company misjudges the point at which it should cut its losses. We have been very clear about setting budgets for each activity and each brand. We will not exceed those budgets in desperation, even if that means our growth is slower-paced compared to others. We have made a conscious decision that longevity and brand value matter more to us than aggressive short-term expansion.
Many brands launch mini versions of their popular products when entering new states. Do you see this as a passing trend, or is strong data supporting it?
For smaller SKUs, it’s primarily a strategy for customer acquisition. When a product has performed well in one state and consumers elsewhere have heard about it but remain skeptical, they are more likely to try a 90ml or 180ml version before committing to a full-sized bottle. In a state like Maharashtra, this approach makes complete sense.